This case study explains how Watsons, a retail chain, promoted its loyalty card scheme by adding the functionality of a cash card in Malaysia. View Summary

This case study explains how Watsons, a retail chain, promoted its loyalty card scheme by adding the functionality of a cash card in Malaysia.

In Malaysia loyalty cards are popular, and people tend to go into stores they have a loyalty card for more frequently.

Watsons VIP card needed to gain a spot in people's wallets by being relevant in everyday life.

It did this by merging with a widely use cash card, allowing users to collect Watsons' points when topping up the cash card - offering additional value and ensuring relevance.

Over 250,000 people signed up in just three months, with sign ups per week increasing 33.5% when the campaign was launched.

2

Depend: The Great American Try-On ('SME-Manufacturer: Loyalty, Awareness, Sales or Trial' award category)

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Effie Worldwide, Gold, North America Effies 2013

This case describes how Depend, a manufacturer of adult absorbent underwear, countered both embarrassment and a 50% price premium over private-label alternatives to persuade American boomers encountering incontinence for the first time to try its innovative new products. View Summary

This case describes how Depend, a manufacturer of adult absorbent underwear, countered both embarrassment and a 50% price premium over private-label alternatives to persuade American boomers encountering incontinence for the first time to try its innovative new products. Depend's ranges were much less bulky than traditional alternatives, a core benefit communicated by 'The Great American Try On': a PR-led campaign that depicted younger, continent celebrities wearing Demand underwear and inviting others to do the same (as research showed that trial led to repeat purchasing). The campaign was deployed throughout the shopper journey, including pre-store sampling and in-store activity, as well as online activity on websites of retailers such as Walmart and Walgreens. Sales surpassed the $60m goal, with Depend's sales growth of 12.2% outpacing a wider category growth of 7.6%.

3

Pizza Hut: Feed a Friend - Leveraging the natural fit between loyalty and social media

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Jay Chiat Strategic Excellence Awards, Silver 2011

Pizza Hut improved customer loyalty levels in Australia through this social media-based promotion. The campaign was based on the strategic insight that, while friendship is based on loyalty, few loyalty schemes are housed within social networks. View Summary

Pizza Hut improved customer loyalty levels in Australia through this social media-based promotion. The campaign was based on the strategic insight that, while friendship is based on loyalty, few loyalty schemes are housed within social networks. The campaign strategy was to reward our customers through Facebook with a gift for them plus one they could give away: even a modest loyalty reward has a whole lot more perceived value if you can give it to a friend. The creative solution was a Facebook App, Feed a Friend. It yielded $2.5m in sales, profitable redemption, greater loyalty and 1.5 million impressions of free exposure off a development cost of just $55,000. The promotion attracted around 60,000 new Facebook fans and raised loyalty by 27%.

Taiwan has the highest membership card circulation in the world. On average, each Taiwanese resident owns 18 such cards. View Summary

Taiwan has the highest membership card circulation in the world. On average, each Taiwanese resident owns 18 such cards. PX Mart's loyalty card used to be one of those that sits at home without much usage. The PX Mart Card was positioned as an upgraded savings card, since the merchant was always 15%-20% cheaper than its competitors. If customers took advantage of the discounted price, plus the 0.3% cash reward from the membership card programme, the saving was quite significant, making the customers the smartest shoppers. TV ads not only enhanced PX Mart's brand value and positioning, but also created substantial sales revenue. PX Mart achieved overall business growth of 21.3% and store traffic increased 28.6%. PX Mart Card members contributed to 81.9% of sales revenue and PX Mart Card's new card circulation increased by 66%, from three million to five million.

Lynx, Unilever's UK fragrance brand for young males (known as Axe internationally), was struggling to convert increasing market penetration into long-term loyalty. The brand therefore decided to let go of its ownership of consumer data, and use Facebook and social media as a platform to engage with audiences on their terms in order to significantly influence spending habits. To keep the buzz and conversation going between campaigns, Lynx developed an 'always on' approach, delivering a constant stream of content into Facebook so that the brand could maintain engagement levels. In total Lynx have demonstrated that the Facebook page drove £750,000 of additional revenue.

6

Costa Coffee Club loyalty programme

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Direct Marketing Association - UK, DMA Awards, Silver, 2012

Coffee chain Costa wanted to drive incremental value and loyalty using its Costa Coffee Club programme in the UK. View Summary

Coffee chain Costa wanted to drive incremental value and loyalty using its Costa Coffee Club programme in the UK. Customer behaviour analysis using in-store, Facebook, social and mobile tracking was used to create segmentation models. These were used in turn to create customised product offers to incentivise increased visits and loyalty card use. The results were an rise in average spend of 50%, a frequency increase of 47%, a 20% boost in loyalty, and a rise in net promoter score from 42 to 51. Costa gained incremental net revenue of £21m.

7

T-Mobile: Treat Van Loyalty Programme

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Direct Marketing Association - UK, DMA Awards, Gold, 2012

Mobile service provider T-Mobile wanted to reduce churn and reward customer loyalty for both pay-as-you-go and pay-monthly users in the UK. View Summary

Mobile service provider T-Mobile wanted to reduce churn and reward customer loyalty for both pay-as-you-go and pay-monthly users in the UK. Collecting consumer data from web, social media, online surveys, email, text message and multi-media messaging surveys allowed them to create individual reward offers for each customer. These were deployed via online and web, offering a range of benefits such as text bundles or discount vouchers. This highly personalised strategy cut churn by 1.1% for pay-as-you-go customers and 0.7% for pay-monthly users, resulting in incremental revenue of nearly £1.1m.

8

HMV: Loyalty measurement

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Direct Marketing Association - UK, Silver, 2011

HMV, the UK music and entertainment retailer, wanted to take a new approach to measuring customer loyalty and satisfaction by gaining direct feedback from customers and addressing any negative experiences immediately, thus minimising negative word-of-mouth. View Summary

HMV, the UK music and entertainment retailer, wanted to take a new approach to measuring customer loyalty and satisfaction by gaining direct feedback from customers and addressing any negative experiences immediately, thus minimising negative word-of-mouth. It used POS data as the source for emailing short surveys for comment, which enabled store managers to offer any disgruntled customers a chance to speak to them personally, so as to address their complaints. 23% of customers replied to the survey. Of those, 75% of the detractors agreed to call-backs from store managers, reinforcing the message about personal service. Additionally, the initiative is claimed to have saved HMV thousands of pounds by not using the traditional mystery shopper method of determining customer service.

This case study describes how Air Canada's loyalty program Aeroplan launched a communications campaign to improve consumers' perceived value and brand trust.

Aeroplan wanted to increase customers' perceived value of their loyalty program, increase engagement rate and stand out in a competitive market where the average consumer has nine different loyalty cards.

A new initiative invited customers who had reached loyalty milestones and collected rewards to share their stories by email and social media with unique, customized timelines and personalized maps revealing much they had benefited from the program over the years.

The campaign increased engagement metrics, achieving a 63% open rate and an exceptional recall rate of 86%, and a third of customers reported that their perceptions of Aeroplan had improved.

This case study demonstrates how WestJet, the Canadian airline, used a holiday real-time experience to gain media attention and grow revenue. View Summary

This case study demonstrates how WestJet, the Canadian airline, used a holiday real-time experience to gain media attention and grow revenue.

WestJet wanted to create a live experience for airline guests and employees during the Christmas period in 2013 that would cut through other brands' holiday activations.

The activation involved a 'virtual Santa' asking one group of travellers to Calgary what they wanted for Christmas and over the duration of their flight, WestJet employees bought the requests and delivered them to the destination's baggage carousel.

This experience was filmed and to spread awareness of the video, WestJet leveraged its media relations, radio drops, ticket giveaways and released supporting bonus material videos.

Compared to the prior year, WestJet Christmas Miracle increased revenue by 86% and increased brand awareness and loyalty opportunities within and beyond North America.

11

Mizuno Running: The Mezamashii Run Project

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Walt Barron and Swapnil Patel, Warc Prize for Social Strategy, Gold and Special Award for Social Business, 2014

This case study demonstrates how Mizuno, a running shoe brand in the US, with a limited media budget, set out to convince runners to give their running shoes a chance. View Summary

This case study demonstrates how Mizuno, a running shoe brand in the US, with a limited media budget, set out to convince runners to give their running shoes a chance.

This category experiences high brand loyalty, making it difficult to increase market share.

Mizuno's trial experience was reinvented to allow potential customers to try running in the shoes.

The campaign ran in three phases, starting with the targeting of bloggers and other influencers with sample shoes, expanding with online ads, and continued with partnerships that kept people engaged.

The campaign achieved strong online engagement and interaction, and led to the brand's most successful sales year.

This case study describes a campaign in Denmark by McDonald's, the fast food chain, targeting price-sensitive teens and students with a gamified mobile app loyalty scheme. View Summary

This case study describes a campaign in Denmark by McDonald's, the fast food chain, targeting price-sensitive teens and students with a gamified mobile app loyalty scheme.

McDonald's needed to build preference with young consumers in order to secure its future consumer base but was challenged by fierce competition for share of voice.

A mobile app replaced an existing one-way push 'Coinoffers' loyalty program, with virtual coins collected by the app and exchanged for food.

The app launched with a free coins offer publicised across channels, followed by the addition of games to increase engagement.

The app became the fastest downloaded in Denmark in the three days after launch, distancing McDonald's from competitors' offers, driving preference and creating an enduring platform for active loyalty.

13

Maggi Noodles: Brand love - transcending competition and category

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Someshwar Mehra , Warc Prize for Asian Strategy, Entrant, 2014

This case study describes how Maggi Noodles, the noodle brand, defended its market position in India through a campaign with an iconic Bollywood star and a big user participation element. View Summary

This case study describes how Maggi Noodles, the noodle brand, defended its market position in India through a campaign with an iconic Bollywood star and a big user participation element.

Maggi was under threat from fierce category rivals Unilever, GSK and ITC, meaning it needed a game-changing campaign.

So it enlisted Amitabh Bachchan, one of India's best-known actors, to star in TV ads that asked people to submit their stories on how Maggi had helped consumers create moments of happiness.

Thousands of viewers submitted their stories, and the Maggi brand was boosted on a variety of metrics, including loyalty and trust.

14

Expedia: Find Yours

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Cannes Creative Lions, Creative Effectiveness Lions, 2014

This case study describes how Expedia, the online travel agency (OLTA), used an emotional position to differentiate itself from other agencies in the US. View Summary

This case study describes how Expedia, the online travel agency (OLTA), used an emotional position to differentiate itself from other agencies in the US.

Expedia was the first OLTA but the category that it had created has become increasingly crowded and commoditised and Expedia's leadership position was being threatened.

Over 45% of the upper affluent and affluent segment in UAE were looking to increase their spending but there was little brand loyalty towards any specific banking brand, so Emirates NBD needed to stand out.

The Eat Pay Love campaign served up timely reminders to customers of the best way to pay for their meal by printing messages encouraging them to use an Emirates NBD debit or credit card on the plates â€“ as they finished eating, they would see the messages slowly revealed on the plate underneath the food.

This case study describes how US drugstore chain Walgreens boosted share of voice and enrolment in its new Balance Rewards consumer loyalty programme by connecting with individuals via their fitness devices and applications. View Summary

This case study describes how US drugstore chain Walgreens boosted share of voice and enrolment in its new Balance Rewards consumer loyalty programme by connecting with individuals via their fitness devices and applications.

Walgreens' main competitors already have long-established loyalty programmes; to compete with them Walgreens needed to think and act differently.

Its strategy was to engage people who would either feel more connected with the brand when learning about new ways to earn, or find the programme easy to use given their adoption of fitness technologies.

The mobile component was a focal point of the campaign, allowing Walgreens to showcase its innovative and member-centric offering, and enabling it to connect with its targeted demographic of active users.

The campaign had a significant impact, helping to boost enrolment and SOV, while seeing membership rise to over 100 million and the figure for devices or applications connected exceed 200,000.

This case study describes how international drinks brand Pepsi used packaging design in India to engage with fans of IPL, the Indian Premier League for cricket. View Summary

This case study describes how international drinks brand Pepsi used packaging design in India to engage with fans of IPL, the Indian Premier League for cricket.

Pepsi wanted to use its title sponsorship of the IPL to drive deeper saliency, connect with the audience and be an integral part of matches rather than just a sponsor tag.

With 'MyCanMyTeam' Pepsi broke IPL conventions by creating eight unique cans to represent each team to drive fan loyalty.

This was integrated in social media with memes that played up the 'uncrushability' of the winning team by crushing the unique Pepsi MyCan of the team that lost the match.

The Pepsi can memes engaged almost 30,000 people on Twitter and Facebook, with an overall reach close to 10 million and impressions above 13 million; 9.6 million Pepsi IPL cans were sold, and were out of stock across India within six weeks.

This case study explains how Scotiabank, a Canadian bank, used a cinema loyalty scheme to attract younger customers. View Summary

This case study explains how Scotiabank, a Canadian bank, used a cinema loyalty scheme to attract younger customers.

The SCENE card (in partnership with Cineplex) is Canada's only cinema loyalty scheme, allowing people to earn points on purchases which are then redeemed as cinema tickets.

SCENE launched with a stunt-based campaign: it bought out a whole cinema and then refused people's attempts to pay for the tickets, with footage used to communicate the 'feeling of free'; a year later, unsuspecting moveigoers were given hair & make-up treatments to make them feel like they were in a movie about the 'feeling of free'.

This case study describes a campaign in Canada by Jackson-Triggs, a wine brand, which sought to reverse decline in sales by repositioning the brand. View Summary

This case study describes a campaign in Canada by Jackson-Triggs, a wine brand, which sought to reverse decline in sales by repositioning the brand.

The wine category had become crowded, leaving consumers confused when deciding what to buy and Jackson-Triggs had experienced a decline in sales and low levels of brand loyalty.

The repositioning included a total rebrand, including packaging, advertising and brand message and the campaign targeted 'wine drinkers' - people who do not overthink wine purchases and drink as part of their lifestyle.

Research found a number of advertising cliches in the wine sector, and sought to overturn them with an emotional lifestyle focussed message.

TV ads featured social wine drinking occasions with the message 'We've got a wine for that'.

This approach led to an increase in sales of 29%, brand awareness of 25%, and an improvement in brand loyalty scores.

This case study explains how Jackson-Triggs, a wine brand owned by Constellation Brands, reversed a decline in sales in Canada. View Summary

This case study explains how Jackson-Triggs, a wine brand owned by Constellation Brands, reversed a decline in sales in Canada.

The wine category had become fragmented and confusing, with little brand loyalty; within this, Jackson-Triggs seemed stale and outdated.

Most category communications focussed on specific occasions, pairings with food or the variety of wine, supported by cliched imagery of vineyards and drinking.

Consumer research identified Jackson-Triggs as an unpretentious brand for 'wine drinkers' rather than 'wine lovers'.

The 'we've got a wine for that' campaign made the brand an easy and straightforward choice for any drinking occasion, with ads focussing on the enjoyment of the moment rather than the pouring of the wine.

This led to significant sales growth across the country, fuelled by increased brand awareness and positive brand perception.

This case study describes how Tang, the soft drinks brand owned by Mondelez, targeted children in the Philippines with a sustainability message to increase brand loyalty. View Summary

This case study describes how Tang, the soft drinks brand owned by Mondelez, targeted children in the Philippines with a sustainability message to increase brand loyalty.

Consumers do not consider Tang a basic need, so the market for it is volatile and susceptible to hard economic circumstances; Tang wanted to add value to consumers' lives and strengthen its relevance.

It increased brand loyalty by showing kids they could address sustainability issues too, by creating the Tang Project Recyclass, in which foil containers were recycled to make chairs for overcrowded schools.

A Tang World was created in shopping malls find with recycled-themed attractions for kids, who were given RFID baller bands to broadcast their activities on social media.

Tang's sales value grew 4% while its competitors declined and achieved its highest ever score for 'favourite of kids' imagery; the campaign won 4 medals at the 2013 Marketing Events Awards.

23

More LINE, Much Closer

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Jenkantit Rujiramora , Warc Prize for Asian Strategy, Entrant, 2014

This case study describes how LINE, a mobile messenger service, held a contest and co-creation strategy to emotionally engage with users in Thailand. View Summary

This case study describes how LINE, a mobile messenger service, held a contest and co-creation strategy to emotionally engage with users in Thailand.

LINE wanted to defend its number one share position in the increasingly competitive mobile messenger market and to increase loyalty among current users.

It held a contest asking customers to share stories about how the service had helped them communicate better.

The contest was announced through social media and 8,000 stories were submitted within three weeks.

Three stories were selected and made into different TV ads.

During the campaign, the number of app downloads increased 1.5 times higher than the average daily download and brand equity increased.

24

Crunch Cereales on Facebook: A perfect case of adaptation to the core target

This case study describes how Nestle, the food and beverage multinational, set out to engage its community and create loyalty within the cereals market in France, for its Crunch Céréales brand. View Summary

This case study describes how Nestle, the food and beverage multinational, set out to engage its community and create loyalty within the cereals market in France, for its Crunch Céréales brand.

The target was the youth, aged 13-17 years old, which accounted for 16% of the total number of Facebook users.

The objective was to increase the number of fans on the page to 1,500,000 by the end of 2013.

To achieve this, a brand character and content surrounding this were created and page fans were invited to share stories about their lives, which were then recreated with the new brand character.

The number of fans increased 16% in three months, maintaining a stable level of engagement and reaching the top five food brand pages in France.

25

Samsung Malaysia Electronics (SME): Windchimes in a bakery

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PMAA Dragons of Asia, Best in Asia, Gold Award & Best in Malaysia, 2014

This case study describes how Samsung positioned its flagship Galaxy S4 smartphone as a lifelong companion, and connected more emotionally with consumers in the Malaysian youth market by creating a community of believers and advocates. View Summary

This case study describes how Samsung positioned its flagship Galaxy S4 smartphone as a lifelong companion, and connected more emotionally with consumers in the Malaysian youth market by creating a community of believers and advocates.

The youth segment in Malaysia is made up of avid social media users and trend-setters, but these 'millennials' can be fickle and exhibit less brand loyalty.

Samsung created an eight-episode web film, shared across multiple social media platforms, in which the Galaxy S4 was featured as the hero connecting a loving couple.

Features of the phone were highlighted in each episode, bringing to life what it can do.

The campaign was hugely successful, with 4.5 million views in two months on YouTube alone, as well as extraordinary coverage on social media and a boost in sales that increased Samsung's market share to a record 76%.